Understanding Newcomers’ Adaptability and Work‐related Outcomes: Testing the Mediating Roles of Perceived P–e Fit Variables

Abstract

Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers' workrelated outcomes. Specifically, we tested 4 perceived P-E fit variables (i.e., P-O fit, needs-supplies fit, demands-abilities fit, and P-G fit) as mediators between adaptability variables and newcomers' work-related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers' adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers' P-E fit perceptions over a 3-month time period. In turn, the perceived P-E fit variables were related to the newcomers' work-related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job-related self-efficacy). The mediating roles of perceived P-E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P-E fit are discussed.

Influencia de la cultura organizacional de las unidades de enfermería en la intención de permanencia y las conductas de ciudadanía: un estudio multimuestra

“…Sin embargo, los resultados no siempre son los deseados. Un número significativo de profesionales novatos abandona sus organizaciones en el primer trimestre de desempeño del puesto y obliga a éstas a reiniciar el proceso en bús-queda de empleados más apegados (Sheridan, 1992;Tzeng, Ketefian y Redman, 2002;Wang et al, 2011). Otra parte relevante de los nuevos empleados no alcanza a desarrollar comportamientos que favorezcan el logro eficaz de los objetivos organizacionales, aunque permanezca en la organización durante un tiempo más prolongado (Bauer, Bodner, Erdogan, Trujillo y Tucker, 2007;Bauer y Erdogan, 2011.…”

“…Por cultura organizacional se entiende el conjunto de supuestos básicos y creencias que son compartidos por los miembros de la organización (Schein, 1991). Así, los novatos no se incorporan a un vacío social, sino que, al parecer, resultan influidos por las características de dicha cultura organizacional (Wang, Zhan, McCune y Truxillo, 2011).…”

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

“…The I-ADAPT-M consists of 55 items, such as "I believe [that] it is important to be flexible in dealing with others" (interpersonal adaptability), "I see connections between seemingly unrelated information" (solving problems creatively), and "I think clearly in times of urgency" (handling emergencies or crisis situations). Some studies have used items based on the I-ADAPT-M (e.g., Straus, Shanley, et al, 2014;Wang et al, 2011), but we have not found rigorous tests of the psychometric properties of this instrument.…”

“…Most of these studies measured only a subset of the dimensions of adaptability, with mixed results. Two studies found that dimensions of adaptability influenced performance indirectly through mediating variables, i.e., perceived organizational support (Cullen et al, 2014) and person-organization fit (Wang et al, 2011). Cades et al, 2010, shows that scores on the adaptability dimensions are not associated with performance, but the task studied (a tracking task) was quite narrow and one for which adaptability might not have a strong effect.…”

Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

“…P-O fit has been argued to result in an increase in motivation, effort, energy, and persistence, as well as involvement with the organizational mission (Cable & DeRue, 2002;Wang, Zhan, McCune, & Truxillo, 2011). Additionally, alignment of employees' and organizational values can provide a common frame of understanding and interpretation, which will ease exchange of information, reduce the prevalence of misunderstandings, and clarify expectations (Cable & DeRue, 2002;Edwards & Cable, 2009; see also Boon & Biron, 2016).…”